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SRV211_Building Smart Applications Leveraging AWS to Drive Customer and Worker Experience


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In this session, attain knowledge about how AWS can help create a differentiated customer experience for your end users and employees, at scale and at the speed of innovation to meet your customer’s expectations. Hear from a panel of enterprise IT executives, including Glenn Weinstein, CIO of Appirio, who are innovating and driving real transformations of their business via the AWS Cloud. They are leveraging AWS offerings to build, migrate and run their applications on AWS, including AWS Lex, AWS Lambda, Amazon Kinesis, and Amazon Redshift.

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SRV211_Building Smart Applications Leveraging AWS to Drive Customer and Worker Experience

  1. 1. © 2017, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Building Smart Applications Leveraging AWS to Drive Customer and Worker Experience W i p r o T e c h n o l o g i e s S R V 2 1 1 : P a n e l D i s c u s s i o n AWS re:INVENT N o v e m b e r 2 8 , 2 0 1 7
  2. 2. © 2017, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Ramesh Nagarajan SVP, Cloud Services Wipro Kiran Desai SVP, Infra Services Wipro Glenn Weinstein CIO, Appirio Our Panelists Today Shirish Lal COO, Harte Hanks Sid Nag Research Director, Gartner Manish Govil AWS Practice Head Wipro
  4. 4. The Four Imperatives for Smart Applications Use data driven intelligence to make applications robust and secure yet provide great user experience Smart Interactions Humanize user interactions with applications by leveraging natural means of interaction such as conversations and artificial reality Smart Processes Smart Platforms Smart Security Enable business agility through hyper automation and adaptive and intelligent business process management Leverage platform approach to bring transformational business capabilities into the core of the enterprise and build a foundation for the digital business 1 2 3 4
  5. 5. CONFIDENTIAL AND PROPRIETARY This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Applications in the Cloud Trends Sid Nag Director. Cloud technologies and Services Gartner Research
  6. 6. 6 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.6 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. The most common path to cloud application failure is to assume you can simply migrate workloads and always save money. Rethink your application strategies.
  7. 7. 7 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Assess the Architecture for the Application and Infrastructure  Replace the application  Replace the underlying architectureReplace  Rebuild using cloud-native application code  Replace the underlying architectureRebuild  Modify the application  Replace the underlying architectureRearchitect  Light modifications to the application  Modify the underlying architectureRefactor  "Lift and shift" the application  Modify the underlying architectureRehost
  8. 8. 8 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Digital Evolution, Cloud, Artificial Intelligence Impact Most in Organization’s Software Spending Q16. Which of the following initiatives likely to impact your organization’s software spending in the next budget year and by how much? 33% 31% 33% 35% 34% 36% 39% 41% 38% 43% 52% 51% 50% 49% 49% 47% 43% 42% 42% 41% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Increase spending significant ly Increase spending slightly No Impact Decrease spending slightly
  9. 9. 9 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 44% 58% 59% 32% 20% Traditional applications moved to the cloud without modification (lift- and-shift) Traditional applications rewritten to run in the cloud New applications written to run natively in the cloud Traditional applications replaced by software as a service alternatives Hybrid applications running partly in the cloud and partly not in the cloud What types of applications are currently running in your organization's cloud environment? n=650 Most Organizations Are Running New and Rewritten Applications Multiple responses allowed
  10. 10. 10 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. W05. Which applications is your organization primarily deploying (i.e. at least 50% of instances or spending) via a cloud model? n=637, Currently Use Cloud Services (S03) Applications Most Commonly Deployed via a Cloud Model 14% 18% 31% 33% 34% 35% 37% 38% 39% 42% 43% 49% 52% 54% Enterprise collaboration Vertical Specific Applications Project Portfolio Management Supply Chain Management Email Web Conferencing, Teaming Platforms, and… Digital Content Creation Enterprise Resource Planning Enterprise Content Management Office Suites Security Business Intelligence Customer Relationship Management IT Operations Management Multiple responses allowed
  11. 11. 11 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 17% 23% 61% 38% 32% 30% 45% 46% 9% Applications (ERP, office productivity, CRM, etc.) Middleware (database, application integration tools, application development tools, etc.) Infrastructure (servers, storage systems,networking, etc.) Top Rank 2nd 3rd W01. Please rank these three IT spending areas according to how much of your organization's IT budget is allocated to each. n=637, Currently Use Cloud Services (S03) Middleware is In the Top Two IT Spending Areas for Cloud
  12. 12. 12 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Q04. Select the three cloud-related services your organization is currently investing in the most. n=635, Currently Use Cloud Services (S03), excludes DK Application Development Services Is Number One for Investment In the Cloud Multiple responses allowed 1% 17% 18% 18% 19% 24% 32% 35% 37% 39% 41% Other Design services Consulting services Migration services Training services Cloud brokerage services Application modernization services Managed services Implementation services Support services Development services
  13. 13. 13 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Thank you Sid Nag
  14. 14. Shirish Lal, Harte Hanks CRM 4.0: Digital Transformation of the Front Office Leveraging Cloud and Big Data
  15. 15. 15  Leading edge organizations are leveraging Amazon Web Services (AWS) to transform rather than optimize their GTM processes  The best example we have seen is Amazon Commerce, which has integrated real-time predictive and behavioral analytics to drive extreme personalization into its customer experience  Most organizations remain significantly behind Amazon despite the common use of Amazon Commerce as a benchmark for Digital Transformation  Significant challenges exist in internally catching up to Amazon  Harte Hanks and Wipro have partnered with technology leaders such as AWS, Opera, and usermind to offer a rapid, cost effective approach to Digital Transformation  CIOs must play an integral part of the transformation process by working with CMOs on how technology can drive GTM process transformation Overview
  16. 16. 16 Use of Personalization in CRM Marketing Direct Mail Psychographic, Demographic Personalization (CRM 1.0) Multichannel Psychographic, Demographic Personalization (CRM 2.0) True 1 to 1 Omnichannel Analytically Driven “In the Moment” Behavioral Personalization at the Individual Level (CRM 3.0) Alexa: AI Interface (CRM 4.0) COSTANDCOMPLEXITY Pre-CRM Human to Human
  17. 17. 17 There are major business opportunity and cost gaps between those who can deliver Customer Centered Marketing and those who can’t Sales data from the MyBuys database of some 250 million shoppers: Customer-centric marketing delivers a 25% increase in total online sales and a 300% improvement in customer lifetime value, according to the company MORE SALES Automated personalized experiences generate 50% more leads—at a 33% lower cost—on average GREATER ROMI
  18. 18. 18 Amazon embraced customer centricity early on. Now they are the ones setting the bar. "Our vision is to be earth's most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online.” Two key pillars to delivering customer centered marketing… AMAZON. COM MI SSI ON STATEMENT Experience: Make the customer experience easy, enjoyable and convenient. Happy customers will share their positive interactions with your brand. Communications: Personalize the message to customers, based upon what they buy, and in a way they like. Provide tailored, relevant communications based on customer preferences.
  19. 19. 19 Amazon: Use of Analytics to Drive Real-Time Personalization 300+ microservices executed from 1st to 2nd webpage Business Intelligence Decisioning Engine eCom Presentation  Real-time behavioral and predictive analytics at the customer level  Continuous learning enablement  Machine learning and AI enabled  Agile low cost development of content  Lego-like approach to allow maximum reuse Micro-Content Store  Manage customer journey logic  Manage A/B and multivariate testing  Microservices architecture
  20. 20. 20 But there are many barriers for corporations who seek to achieve “Amazon-like” personalization  Thousands of Hadoop, Spark, and Cloud engineers  1000+ economists and data scientists  Appeal of working at a cutting edge tech firm  Amazon has gotten to its current approach over a multi-year journey  Amazon has massive eCom scale  Amazon has limited near term earnings pressure  Duplicating Amazon approach likely in 9 figures or more Investment TimeHuman capital
  21. 21. 21 Digital Transformation Requires CIOs to Work with CMOs to Drive Transformation or for Organizations to Bring In a CDO CIO as revenue generator CIO as cost center Build is difficult in early adopter or early majority stage Shrinking product lifecycles put more pressure on build strategy SaaS and IaaS make buying easier Early adopter: High cost High risk High differentiation Early majority: Medium to high cost Medium/high risk Medium/high differentiation Mass market: Low/medium risk Low/medium cost Low/medium differentiation Laggards: Low Low No differentiation
  22. 22. 22 Harte Hanks and Wipro Digital Transformation Solutions: Amazon-like Capabilities at 1/10 Cost and 1/10 Time • Partnerships and capabilities in all major Front Office Systems including Salesforce, SAP, Oracle… • Creates a Real-time Behavior, Predictive, and Descriptive System of Intelligence • - 4GL approach drastically reduces cost and time • - Proven implementations in multiple Global 500s • Practice focused on assessing, designing, and refining customer journeys • Pre-integrated third-party data from 10+ best of breed B2C and B2B providers • WIPRO offers low cost approach to deploying a services layer to legacy systems • Agile, low cost onshore/offshore content development Signal Hub | BI Engine which: Legacy Systems: Harte Hanks Agency: Harte Hanks Customer Journey Logic: Harte Hanks Global Dataview: API MICRO CONTENT THIRD-PARTY DATA Wipro/Harte Hanks Front Office Systems
  23. 23. 23 Personalization Go-To-Market-Systems Roadmap R/SAS Analytics Engine Real-Time Analytics Hadoop-Based Nextgen Database System 3rd-Party Data Marketing Automation Sales Automation eCom CRM POS Core GTM Systems CMS SYSTEM OF INTELLIGENCE MI DDLEWARE PLATFORM 1st-Party Data2nd-Party Data Data Explosion including: • Location data, widely available 2nd-party data, usage data, IoT data, web usage… FRONT OFFICE MIDDLEWARE
  24. 24. 24 Go-To-Market Transformation: Direct Mail Traditional Direct Mail Approach • Low cost per piece • Target large audience regardless of purchase stage • Pre-planned timing • Limited personalization • < 1% response rate Real-time Driven Direct Mail Approach • Medium to high cost per piece • Trigger mail in real time based on prospect’s digital and other activity • High degree of personalization based on real- time information • 5+% Response Rate • 10x+ conversion improvement versus digital retargeting
  25. 25. 25 Conclusion  In a Voice Interface Future, extreme personalization will move from a differentiator to minimum requirement  A legacy technology infrastructure and approach to personalization will be extremely disadvantaged  Harte Hanks and Wipro have invested in an AWS-based solution for Go-To-Market Transformation Plan for the Future
  26. 26. © 2017, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Thank You! C L I C K T O A D D T E X T